Teams and the Graphic Arts Service Provider

Teams and the Graphic Arts Service Provider

by Gary Poyssick

Paperback

$39.99

Product Details

ISBN-13: 9780130203366
Publisher: Pearson Education
Publication date: 05/14/1999
Pages: 350
Product dimensions: 7.02(w) x 9.18(h) x 0.81(d)

Table of Contents

Contents v
Preface xiii
Acknowledgements xv
Introduction
1(8)
Management in the Graphic Arts Industry
2(1)
Teams, Empowerment, Self-direction
3(1)
The Old Way
4(1)
Stress
5(1)
Complexity
6(1)
Attitude
6(3)
Defining the GASP
9(6)
The Terms of the Trades
10(2)
GASP
12(1)
Implications of the GASP Theory
13(2)
Considering the Organization
15(32)
The Departmental Model in the Graphic Arts
17(7)
The Natural, Traditional Approach
One Manager Per Unit
Departmental Warfare
Changing Roles of Departments
The Team Model
24(6)
Negative Influences
Forcing People to Work Together
Looking at the Whole Product
Cross-Training; Load-Sharing
Inwardly-Focused Companies
30(5)
Winning Means Shunting Blame
Managers Do Firefighting
We Have Met the Enemy---and We Are Them
Client? What's a Client?
Inmates Not Allowed Out of the Asylum
The Privateer Sales Force
Outwardly-Focused Companies
35(5)
Motivation and Just Saying Thanks
Clients and Competitors a Constant Focus
Managers Build Bridges and Act As Strategic Resources
Sales Is Only One Part of the Whole
On Making the Company a Better Place to Live
40(7)
Bleeding Heart or Good Management?
Decisions on the Shop Floor
Having the Proper Tools---Working the Numbers
What Numbers? Resistance to Data Collection
Involve Employees in the Business
Operations or Card Punching?
Yes, Even Union Shops Can Do It
Communications
47(22)
Do-It-Yourself Communications
49(1)
The Inventory
50(1)
Just How Important Are Communications Issues?
51(1)
The Role of Communications---Style Analysis
52(2)
Profiling As a Process
54(2)
Real-Life Implications
56(1)
A Bed of Roses?
57(1)
Having Effective Meetings
58(2)
Deciding What to Talk About Facilitation
60(3)
Other Key People in the Meeting Tactical Considerations
63(6)
Strategic Planning
69(20)
The Need for Direction
70(1)
Vectors
71(1)
Management's Responsibility
71(1)
Setting Up the Team
72(1)
Setting Goals and Objectives
73(2)
Culture
75(1)
SWOT
76(2)
Strengths
Weaknesses
Opportunities
Threats
Refining the Analysis
78(1)
Value Analysis
79(2)
The Mission Statement
81(6)
Walking the Talk
The Vision or Objectives Statement
Business Definition
Values
Developing the Program
Planning As an Ongoing Process
87(2)
Types of Teams
89(12)
Ad Hoc Teams
90(5)
Staffing the Team
A Good Place to Start
Managing by Example
Opening Communication
Concerned Line Workers
Strategy Teams
95(1)
Broad-Based Decisions
An Ongoing Charter
Managed versus Self-Directed Teams
96(2)
Shared Services---Customer-Focused
98(1)
The Printing/Finishing Operation and Teams
99(2)
First Things First
101(28)
Identifying Reasons to Change
102(27)
Disappointing Profits
Quality Concerns
Poor On-Time Delivery Statistics
Poor Productivity
An Unacceptable Level of Client Turnover.
An Unacceptable Level of Employee Turnover
Difficulty Competing with Other Team-Based GASPs Chronic Conflicts Between Departments or Staff Members
Inflexibility
ISO 9000 and/or Vendor Certification Requirements
Faster Response to Technical Change
Reduced Operating Costs
Acquisition and Divestiture
No Reason at All
Support
Financial Commitment
The Process
Four Different Approaches
Making the Move to Teams
129(12)
As You Set Up the Team
129(4)
Establishing a Climate
Establishing Goals
Clear Sense of Authority
Critical Criteria
Consistent and Well-Defined Procedures
Data Management
Middle Management's True Role
133(2)
What About Middle Managers?
Coaching and Coordinating Teams
Specialist Roles for Valuable People
Management Anxieties
135(4)
Will Team Workers Get the Work Done?
Who Checks Quality?
Goofing Off
Lateness and Absenteeism
Overtime
Team Leader
139(2)
Weak and Strong Models
Disciplining Wayward Members
Selling in the Team Environment
141(20)
The Way We Sell
142(12)
Transaction Selling: Where We Are Today
Consultative Selling
Partnership Selling
Traits of the Partnership
Changing the Game: A Real-World Example
154(7)
Where Was That Monorail?
See Food?
Forcing the Issue
Roadblocks
Measuring, Budgeting, and Costing
161(18)
Establishing a Starting Point: What Should We Measure?
162(8)
OTD
Client-and Project-specific Profitability
Rework
Estimates: Accuracy and Hit Ratios
Budgeting for Teams
170(3)
So What Will It Cost Us?
173(3)
The Bottom Line
176(3)
Personnel Considerations
179(8)
Changing Employee Profiles
179(2)
Generations X, Y, Z, and Beyond
181(1)
Careers on the Shop Floor
181(1)
The Aging Craftsman
182(1)
If You Can't Offer Security
183(1)
Holding on to a Secret Specialty
184(1)
Will I Need More or Fewer People?
184(3)
Teams in the Real World
187(56)
The Sites
188(1)
Gamma One
189(10)
The Teams
Ramseyer on the Role of Management
Improving the Process
Conclusions
Laser Tech Color
199(12)
The Argument for Teams
First Attempts
How the Teams Work
Better Communication
Staffing
Results
Phototype
211(16)
Adopting Teams
Getting Started
Taking Responsibility
Changed Crisis Handling
Meetings and Leaders
Results
Changing Roles
Team Meetings
Building a Common Vocabulary
Shifts
Empowering the CSR
Precision Color Graphics
227(4)
Team Structure
Job Tickets
The Change
Results
Publisher's Press
231(5)
Team Roles
Crossing Functions
Teams and Customer Jobs
The Role of Customer Service
Working with Employees
Rono Graphics
236(7)
New Prepress Operation
Expanding the Teams
Meanwhile
The End
Critical Team Technologies
243(10)
Network and Server Technology.
244(3)
Workflow
Team-based Servers
Communications
247(2)
Links to Clients
E-mail
Phone System
Data Systems
249(2)
Job Tickets
Training Lab
251(1)
Learning the Tools
251(2)
Why Teams Fail
253(10)
Nonparticipation of Management
253(2)
Management Trend of the Month
255(1)
Attitude Toward Employees
256(1)
Inability to Stay the Course
257(1)
Bad Timing
258(1)
Weak or Unstated Goals
258(1)
Lack of Planning
259(1)
Lack of Resources
260(1)
Devil in the Details
260(3)
Conclusions
263(8)
Workflow Initiatives
263(2)
Traditional Management Structures
Departmental set-ups
Robots or Decision-Makers?
265(1)
The Bottom Line
Tangible Results
266(3)
Rework
On Time Delivery (OTD)
Body Count/Productivity
EBIDTA
Some Final Thoughts
269(2)
Bibliography 271(2)
Index 273

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